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Annual Plan and Budget2019-20

Including forward estimates2020-21 to 2022-23

Presented and submitted to the Council on Wednesday 12 June 2019 by the Right Honourable the Lord Mayor of Brisbane (Councillor Adrian Schrinner)

Program 8 – City Governance

City Governance

Program goal

Council is accountable, transparent and efficient. Through strategic planning, sound financial management, quality communication, strategic partnerships, and effective corporate services, the City Governance program helps Council deliver value for money community outcomes aligned to achieving the Brisbane Vision 2031.

Program description

Effective city governance helps ensure Brisbane’s sustainability and liveability. For Council, this involves open and transparent adherence to legislation, policies, processes and practices to ensure effective direction-setting and decision-making, efficient delivery of services and sustainable development and management.

The City Governance program aims to ensure Council is an accountable, effective and transparent local government that practices strong financial management to deliver outcomes which serve Brisbane’s community. The program provides effective city governance by developing an organisation that is flexible, adaptive and future-focused, in which employees have the commitment and capability to deliver cost-effective community and customer services.

This program helps Council deliver its vision for the city through:• delivering effective and open government through the implementation of legislation, support for elected

representatives and community participation • advancing the community’s interests by developing and maintaining strong regional and international

relationships that offer economic opportunities for the city• applying strong and responsible financial management to ensure Council remains a financially sustainable

organisation that meets the needs of the community• providing value for money support services essential to enabling Council to deliver its programs and

services• ensuring communications are strategically aligned to enhance the community’s awareness of Council’s

vision for the future• utilising information and communications technology to support and improve business performance• undertaking prevention, preparedness, response and recovery activities for disaster management.

Program outcomes and financial summary

Program outcomes Anticipated Proposed Proposed Proposed Proposed2018-19 2019-20 2020-21 2021-22 2022-23

$000 $000 $000 $000 $0008.1 - Civic Administration and Support Capital - - - - -

Expense 32,893 38,949 35,533 36,137 37,740Revenue 41 42 43 44 45

8.2 - Regional and International Activities Capital - - - - -Expense 4,087 4,441 3,795 3,948 4,101Revenue 230 485 239 243 250

8.3 - Strong and Responsible Financial Management Capital 9,179 67,017 12,952 7,773 5,869Expense 128,348 142,411 219,764 227,652 237,164Revenue 1,190,269 1,265,864 1,364,835 1,430,680 1,490,543

8.4 - Value for Money Support Services Capital 18,566 (8,902) (11,519) (12,943) (12,553)Expense 9,432 13,930 11,842 9,434 9,565Revenue 1,882 1,590 1,612 1,641 1,671

8.5 - Corporate Communication Capital - - - - -Expense 2,391 2,136 2,061 2,103 2,146Revenue - - - - -

8.6 - Information and Communications Technology Capital 9,848 8,467 2,455 1,656 1,497Expense 46,115 47,599 38,005 33,240 32,838Revenue 553 560 444 462 474

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Program outcomes Anticipated Proposed Proposed Proposed Proposed2018-19 2019-20 2020-21 2021-22 2022-23

$000 $000 $000 $000 $0008.7 - Disaster Response and Recovery Capital 643 503 172 344 335

Expense 6,831 6,223 6,464 6,571 6,727Revenue 380 62 64 66 67

Capital 38,236 67,085 4,060 (3,170) (4,852)Expense 230,097 255,689 317,464 319,085 330,281Revenue 1,193,355 1,268,603 1,367,237 1,433,136 1,493,050

Outcome 8.1 Civic Administration and Support

Outcome description

Deliver effective and open government through implementation of legislation, support for elected representatives and community participation in transparent, fair and accessible elections.

Where we are now

Council's elected members comprise the Lord Mayor and 26 Councillors (including Committee Chairs).

Under the City of Brisbane Act 2010, the Lord Mayor has the power to formulate general policies concerning the governance of the city. The Lord Mayor is also responsible to Council for the control of the workings and business of Council and for implementing policies adopted by Council. Each year in June, the Lord Mayor presents a budget to Council for adoption.

Council ensures the statutory processes of local government and public administration are carried out efficiently and transparently.

Where we want to be

Council provides open, effective, accountable, democratic governance policies, processes and practices as well as effective legislative frameworks. Information and governance processes are open and accessible. Council ensures community participation and optimum value for money in its governance and decision making processes. Council keeps up to date with legislation to ensure relevancy, responds appropriately to community concerns, and works to make Council rules and procedures easy to understand.

Strategy 8.1.1 Support for Elected Representatives

Facilitate good government in the interests of the people of Brisbane through Councillor representation.

Service 8.1.1.1 Support for Elected Representatives

This service provides the ongoing support necessary for the Lord Mayor and Councillors to fulfil their role as elected representatives of the people of Brisbane.

Activities in this service include:• providing administrative support and salaries for elected representatives• ensuring a high level of accountability in the expenditure of funds by elected representatives• ensuring operation of 26 Ward Offices and seven Chair's offices with accountability structures that ensure

public money is used to benefit the community• providing administrative support to Council and Standing Committee meetings and ensuring all decisions

comply with relevant legislation, policies and conventions• actioning Lord Mayoral correspondence• ensuring open and transparent government by coordinating the production of Hansard style reporting for

Council meetings• providing administrative and event support to the Lord Mayor's Charitable Trust• providing accurate advice and assistance on procedural matters to Councillors, staff and members of the

public.

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Operating Anticipated Proposed Proposed Proposed Proposed2018-19 2019-20 2020-21 2021-22 2022-23

$000 $000 $000 $000 $000Expense 28,765 30,185 30,983 31,500 32,985Revenue - - - - -

Projects Proposed Proposed Proposed Proposed2019-20 2020-21 2021-22 2022-23

$000 $000 $000 $000Administer Elections Capital - - - -

Expense 4,526 114 116 119Revenue - - - -

Service 8.1.1.2 Community Involvement

This service manages and delivers events and initiatives for the city to support community involvement in civic administration.

Activities in this service include:• coordinating and managing community involvement initiatives such as the Lord Mayor and Civic Cabinet

Listens forums held across Brisbane• coordinating and staging civic functions, events and receptions including major ceremonial and community

events and activities (such as Freedom of Entry to the City ceremonies, Keys to the City presentations, Official Dignitaries Visits Program, citizenship ceremonies and other major community events)

• conducting Lord Mayor's Youth Advisory Council meetings to advise the Lord Mayor on youth issues in Brisbane

• managing the Lord Mayor's Multicultural Round Table program of projects and events with emphasis on initiatives that deliver economic outcomes from multicultural businesses and to promote Brisbane as a multicultural, inclusive and safe city locally, nationally and internationally

• conducting a Refugee Welcome Ceremony.


$000 $000 $000 $000 $000Expense 1,971 2,038 2,093 2,127 2,203Revenue - - - - -

Strategy 8.1.2 Local Laws Maintenance

Facilitate the interests of Brisbane by developing responsive local laws and lobbying for effective legislation.

Service 8.1.2.1 Legislative and Regulatory Initiatives

This service develops and maintains Council's local laws and influences new legislation proposed by the Queensland and Australian Government to meet community and Council needs.

Activities in this service include:• coordinating and preparing new legislation for improved effectiveness• providing advice to Council on potential impacts of legislation• writing and coordinating Council's submissions to Queensland and Australian Government on legislation,

policy or discussion papers• monitoring and reviewing local laws and supporting policies and processes• maintaining and reviewing Council's register of administrative arrangements (delegations, appointments and

authorisations)• monitoring and aligning Council's regulatory documentation for improved effectiveness• operating the Office of the Disputes Commissioner• facilitating open governance and compliance with the City of Brisbane Act 2010 and the City of Brisbane

Regulation 2012, the Right to Information Act 2009 and the Information Privacy Act 2009• operating a statutory complaints process to resolve complaints by affected persons about administrative

actions of Council or alleged misconduct or inappropriate conduct by Councillors• preparing submissions to the Queensland Government for necessary changes to legislation to reflect the

changing nature of the governance environment in Brisbane.

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$000 $000 $000 $000 $000Expense 2,047 2,200 2,343 2,394 2,433Revenue 41 42 43 44 45

Outcome 8.2 Regional and International Activities

Outcome description

Advance the community's interests by developing and maintaining strong regional and international relationships that offer economic development opportunities for the city.

Where we are now

Council works with other government bodies and maintains an active and prominent role in a large number of regional, state and national working groups including the Council of Mayors South East Queensland (SEQ), SEQ Regional Planning Committee and Council of Capital City Lord Mayors. Council represents the interests of Brisbane in decisions made by these organisations and by the Queensland and Australian governments.

As part of this advocacy work, Council assists with the identification of priorities, and responds to resolve challenges faced by SEQ councils and other Australian capital cities. Priority issues include strategic planning, economic development, infrastructure, transport and the environment. Council also contributes to regional programs to continually improve services such as development assessment.

In the international arena, Brisbane has formal Sister City relationships in the Asia-Pacific region and the Middle East, as well as partnerships with other cities and affiliations with organisations around the world. These relationships support economic growth and capacity building through mutually beneficial business initiatives, cultural and exchange programs and activities. Council manages the Asia-Pacific Cities Summit and Mayors’ Forum Secretariat and alternates with other Asia-Pacific cities as host of the biennial Asia-Pacific Cities Summit and Mayors’ Forum.

Where we want to be

Council will continue to build alliances that maximise opportunities to influence policies and decisions important to the future of Brisbane and the region.

Council believes in the economic and cultural benefits of Sister City relationships. Council will achieve these benefits with the support and assistance of our locally based international communities and through improved coordination and cooperation with key stakeholders including Brisbane Marketing, the Australian Government’s Department of Foreign Affairs and Trade, the Queensland Government and our Sister City counterparts.

Council will continue to support international staff exchanges that contribute to innovation within Council, Brisbane's economic development and the development of a global workforce.

Strategy 8.2.1 Building Networks and Alliances

Develop international networks and build alliances that influence government business decisions and support the interests of the Brisbane business community.

Service 8.2.1.1 Regional and International Initiatives

This service supports Council's involvement in networks and alliances, and implements activities to improve the profile and standing of the City of Brisbane locally, nationally and internationally. This also includes quantitatively measuring the success of these activities.

Activities in this service include:• developing and maintaining relationships with Sister Cities and liaising closely with Brisbane Marketing and

across Council to identify business opportunities for Brisbane companies• providing the secretariat function for the Asia-Pacific Cities Summit and Mayors’ Forum to be held in

Brisbane in July 2019• hosting the INAS Global Games – the world’s largest sporting event for athletes with intellectual impairment

– to be held in Brisbane from 12 to 19 October 2019

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• coordinating international activities with stakeholders including staff exchanges and secondments and arrangements for visiting international dignitaries

• coordinating and implementing regional initiatives in collaboration with the SEQ Regional Planning Committee, Council of Mayors SEQ and SEQ Councils Chief Executive Officers' Forum

• ongoing participation in peak local government bodies such as the Council of Capital City Lord Mayors, Local Government Association of Queensland and Australian Local Government Association to influence local government policy at Queensland and Australian Government levels.


$000 $000 $000 $000 $000Expense 2,395 2,432 2,499 2,540 2,630Revenue - - - - -


$000 $000 $000 $000Asia Pacific Cities Biennial Summit Capital - - - -

Expense 611 364 458 498Revenue 250 - - -

Council of Capital City Lord Mayors Executive Directorate Canberra Capital - - - - Expense 235 239 243 250Revenue 235 239 243 250

Council of Mayors SEQ Executive Directorate Capital - - - - Expense 623 635 651 667Revenue - - - -

INAS Global Games Capital - - - - Expense 484 - - - Revenue - - - -

New World City Internship Program Capital - - - - Expense 57 57 57 57Revenue - - - -

Outcome 8.3 Strong and Responsible Financial Management

Outcome description

Provide sound financial management and planning to deliver community services, infrastructure and leadership that will support Council to achieve the Brisbane Vision 2031.

Where we are now

Council has a responsibility to manage its finances effectively in the best interests of its ratepayers. It also has the responsibility to ensure its financial management, planning and reporting practices meet the requirements of legislation, including the City of Brisbane Act 2010 and City of Brisbane Regulation 2012.

Council has adopted Brisbane Vision 2031 as its long-term plan for the city. It has a medium-term Corporate Plan 2016-17 to 2020-21 and a Long Term Asset Management Plan. The aspirations and targets of the Brisbane Vision 2031, and the medium-term objectives of the Corporate Plan, are integrated in Council's planning and performance reporting and financial management.

Council delivers value for money for ratepayers by ensuring minimum net rates bills are the lowest in the region, while also providing funding for public transport and major infrastructure normally provided by Queensland and Australian Government.

Council continues to strengthen its financial management and planning. Responsible and effective financial management and planning will ensure Council can continue to deliver best community value from its investments in community services and infrastructure assets.

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Where we want to be

Council will continue to improve its financial management and planning capabilities, structures, processes and systems to ensure it achieves optimum performance and provides the best possible funding solutions.

This outcome will ensure:• best practice management and performance of our assets• Council receives value for money and optimises return on investment• our properties and facilities are managed to best practice standards• plans are aligned to deliver community services efficiently and effectively.

Council will continue to work to obtain savings through ongoing review of its processes, practices and procedures, and in the management and delivery of its operations and services.

Strategy 8.3.1 Planning and Managing Finances

Ensure Council has the capability to plan and manage its finances effectively.

Service 8.3.1.1 Financial Management and Planning

This service provides strategic advice and delivers financial, planning and reporting services to the Lord Mayor, Civic Cabinet and Council.

Activities in this service include:• managing Council's budget process including:

• annual budget development• budget reviews• fees and charges reviews• coordinating development of rates policy• coordinating grants and subsidies• modelling the short, medium and long-term financial position of Council to ensure financial

sustainability• developing strategies to address emerging issues with the potential to affect Council's financial stability.

• coordinating corporate planning and reporting including:• improving planning capability, process and systems• maintaining alignment of the Annual Plan and Budget to the Corporate Plan and Brisbane Vision 2031• Corporate Plan development• Annual Plan development• Annual Report development• legislative reporting on financial and non-financial performance.

• providing treasury, financial risk management, corporate advisory and financial analysis services including:• investment and portfolio management of surplus funds to generate interest earnings• portfolio funding through borrowings and other forms of credit to minimise interest expense• hedging of financial market risk, including exposures to interest rates, foreign exchange and commodity

and energy prices (where applicable) to reduce price volatility• cashflow management to meet Council's financial obligations in a timely manner at least cost• budget and accounting management of treasury services to ensure accurate financial information• management of banking contractual arrangements to ensure effective payment mechanism operations

at competitive rates• credit review processes in order to reflect Council's future financial outcomes• financial risk management services at a management, policy and operational level• corporate advisory and financial analysis services.


$000 $000 $000 $000 $000Expense 88,261 95,051 100,515 106,979 112,124Revenue 240,336 277,368 240,174 248,146 254,125


$000 $000 $000 $000Infrastructure Charges Improvement Project Capital - - - -

Expense 502 522 536 549Revenue 4,689 252 257 263

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$000 $000 $000 $000Queensland Government Waste Levy Costs – Local Government Construction Waste

Capital 40,390 - - - Expense 2,126 - - - Revenue - - - -

Strategy 8.3.2 Strong Financial Management

Ensure Council has strong financial and fiscal management.

Service 8.3.2.1 Management of Financial Systems and Processes

This service continuously improves the effectiveness of financial management and supports the Chief Financial Officer by reporting and advising on financial performance.

Activities in this service include:• providing and developing effective financial management including:

• financial reports that meet Council's audit standards and legislative requirements• financial policies, practices and processes that meet Council's reporting and business requirements• effective taxation advice• ensuring Council meets taxation compliance requirements• identifying opportunities to improve the efficiency of financial processes.

• providing effective revenue management including:• policies, practices and processes for effective revenue management• effective processes for the accurate billing and collection of revenue from the rating process• providing advice to Lord Mayor and Civic Cabinet on processes and organisational improvements for

the benefit of ratepayers• financial relief for struggling ratepayers through the Independent Rates Review Tribunal.

• supporting National Competition Policy implementation including:• public benefit assessment coordination and liaison with the Queensland Government regarding

legislative development in National Competition Policy matters• governance structures to ensure Council complies with National Competition Policy.


$000 $000 $000 $000 $000Expense (1,155) (1,100) 72,027 73,180 77,973Revenue 936,775 973,353 1,113,739 1,171,344 1,224,955


$000 $000 $000 $000Implementation of New Requirements for Lease Accounting Capital - - - -

Expense 319 - - - Revenue - - - -

Revenue Channel Management Improvement Project Capital - - - - Expense 391 153 - - Revenue - - - -

SAP Finance Improvements Capital - - - - Expense 737 651 201 200Revenue - - - -

Strategy 8.3.3 Asset Management

Improve the management and performance of Council's building and land assets and information. Continue to pursue an integrated approach to asset management across all programs.

Service 8.3.3.1 Property Management

This service provides coordinated property management services to optimise the value and performance of Council’s building and land assets.

Activities in this service include:

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• coordinating land management issues related to Council's land holdings including title, ownership and management

• applying effective asset risk management practices across the land and buildings portfolio• continuing to review total asset management principles across Council's property holdings, to ensure

optimal and effective use, to maximise community benefits for ratepayers using best practice commercial assessment and feasibility analysis principles

• delivering corporate accommodation and facilities development projects, including the Corporate Accommodation Strategy

• providing quality corporate accommodation through effective management of service contracts related to cleaning, security and other building services

• managing lease and tenancy of Council's land, commercial and industrial buildings, telecommunication sites and residential real estate portfolios to support Brisbane’s economy

• managing the built environment through appropriate maintenance and ecologically sustainable development initiatives

• managing legislative compliance requirements related to corporate real estate and community assets and facilities, such as environmental and heritage management and workplace health and safety.

Council's aim is to deliver and manage a corporate real estate portfolio which suits the needs of Council’s business.

In 2019-20, Council will continue the optimisation of underutilised land and assets, as well as consolidating and rationalising the property portfolio to ensure best use of commercial and industrial space.


$000 $000 $000 $000 $000Expense 35,044 41,206 42,637 43,238 44,270Revenue 12,642 9,942 10,151 10,406 10,666


$000 $000 $000 $000Asbestos Removal – Corporate Real Estate Capital - - - -

Expense 388 399 411 415Revenue - - - -

Bus Depot Asset Management Strategy Capital 2,854 1,716 1,764 1,766Expense - - - - Revenue - - - -

Centenary Community Hub Capital 2,445 - - - Expense - - - - Revenue - - - -

Consolidation of Field Services Depots Capital 10,332 - - - Expense - - - - Revenue - - - -

Corporate Accommodation Schedule Capital 507 - - - Expense 552 568 584 604Revenue - - - -

Corporate Real Estate – Hangar 7 Capital 336 343 344 345Expense - - - - Revenue - - - -

Corporate Real Estate – King George Square Car Park Capital - - - - Expense 276 282 - - Revenue - - - -

Corporate Real Estate – Priority Repair Capital 1,905 1,975 2,029 2,034Expense - - - - Revenue - - - -

Corporate Real Estate – Security Enhancements Capital 277 282 290 299Expense - - - - Revenue - - - -

Ferry Terminals, Wharves, Moorings and Bridges Capital - - - - Expense - - - - Revenue 250 255 261 268

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$000 $000 $000 $000Field Services Depot Maintenance Capital 554 572 574 558

Expense - - - - Revenue - - - -

King George Square Car Park Improvements Capital 475 1,716 1,718 - Expense - - - - Revenue - - - -

Management, Maintenance and Securing of Vacant Council Buildings Capital - - - - Expense 269 269 269 269Revenue - - - -

Property Management – Maintenance and Rehabilitation Capital 6,282 6,349 1,054 866Expense 1,321 1,364 1,873 374Revenue - - - -

Security Master Plan – Outcomes Capital - - - - Expense 111 112 116 119Revenue - - - -

TradeCoast Land Joint Venture Capital - - - - Expense 263 264 265 266Revenue 263 264 265 266

Wickham Terrace Car Park CCTV Installation Capital 291 - - - Expense - - - - Revenue - - - -

Wynnum Community Centre Capital 369 - - - Expense - - - - Revenue - - - -

Outcome 8.4 Value for Money Support Services

Outcome description

Council responsibly manages ratepayers' money expended in its businesses, and this outcome provides effective, value for money services essential for program delivery including procurement, logistics, business support services, risk management, legal expertise, human resources support and data analytics.

Where we are now

Council has implemented a range of strategies to provide cost-efficient and effective support services with a strong focus on project delivery and outcomes.

Where we want to be

Council will continue to:• deliver cost-effective outcomes• support decision making with high-quality and timely information and data analysis• ensure resources are prioritised to deliver community outcomes and services and to achieve Corporate Plan

objectives• work together to improve the city's economic prosperity and create value for customers and the community• build a highly capable, effective and engaged workforce• drive value through strategic procurement• realise the benefits of business improvement initiatives.

Strategy 8.4.1 Effective Support Services to Enhance Council Business

Ensure an outcome and delivery led response to providing support services.

Service 8.4.1.1 Enhancing Council Business Processes and Project Delivery

This service helps enhance Council business processes and project delivery through the provision of support services to enable to effective management of the organisation and its resources.

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Procurement activities in this service include: • ensuring value for money by maintaining corporate procurement arrangements and a comprehensive

approach to strategic sourcing and category management• maintaining the highest standard of probity and accountability in the procurement process through

publishing tenders and results of tendering on the internet and reporting monthly on contracts entered into by Council greater than $200,000

• leveraging supplier innovation, capability and capacity to reduce costs deliver improved community outcomes

• adopting social procurement initiatives to increase the capacity of local social enterprises to meet demands sustainably

• providing fleet management planning, acquisition, reporting and disposal services.

Risk Management activities in this service include:• overseeing Council’s risk management framework and facilitating Council’s enterprise risk processes• providing effective centre-led risk management, business continuity, compliance and insurance services to

manage and where appropriate transfer risk• maintaining an insurance program to protect Council from adverse financial consequences of accidents,

damage and loss• delivering proactive fraud prevention and misconduct investigation functions.

City Legal activities in this service include:• providing a comprehensive range of expert legal services• managing cost-effective, external legal services for Council, where required• developing the capability of Council staff in basic legal concepts and issues, where appropriate.

Support Services Centre activities in this service include:• financial services including budget formulation and reviews, financial analysis, reporting and asset

management• employee services including recruitment and capability development• payment and supply services including payroll, accounts payable, accounts receivable, order processing,

logistics and inventory management• reporting and data analysis to help inform decision-making across Council• resolving employee queries and issues related to human resources, finance, procurement, payroll,

corporate security and asset and works• providing administrative and clerical support across Council• developing business process management capability across Council.

Human Resources activities in this service include:• improving workforce planning processes to identify and address current and future capacity and capability

requirements • building strong leadership capabilities and behaviours• developing a zero harm culture through the implementation of the Zero Harm Strategy 2018-2022• implementing Council’s Inclusion Blueprint 2018-2023 to support diversity and inclusion • attracting, developing and retaining talented, motivated employees through the implementation of Our

People 2017-2022 (the People Plan)• negotiating a new Enterprise Bargaining Agreement (EBA10)• promoting opportunities through investment in employment programs• developing and maintaining an integrated change management approach to support Council’s improvement

initiatives.

Organisational management services are also included within this service. This includes developing, implementing and continually reviewing corporate policies to ensure a strong focus on best practice governance, accountability and performance issues.


$000 $000 $000 $000 $000Expense (204) (192) (194) (201) (207)Revenue 1,497 1,355 1,377 1,406 1,436

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$000 $000 $000 $000Asset Tracking and Telematics Capital 1,858 - - -

Expense 1,493 654 570 570Revenue - - - -

Conference Centre Audio Visual Equipment Hygiene Capital - - - - Expense 277 279 280 286Revenue - - - -

Developing Critical Capability Capital - - - - Expense 143 147 151 155Revenue - - - -

Development and Delivery EBA10 Capital - - - - Expense 213 268 107 - Revenue - - - -

disABILITY ACTION at WORK Capital - - - - Expense 328 336 345 360Revenue - - - -

Employee Consultation Capital - - - - Expense 191 86 - - Revenue - - - -

Employment Programs Capital - - - - Expense 5,853 4,614 4,746 4,892Revenue 235 235 235 235

Fleet Acquisition Capital 18,591 18,329 17,057 17,447Expense - - - - Revenue - - - -

Improving Ability to Respond to Payroll Enquiries Capital 4 60 - - Expense 113 689 54 54Revenue - - - -

Learning Management Solution Enhancement Capital 98 - - - Expense 542 80 80 80Revenue - - - -

Managing Drugs and Alcohol in the Workplace Capital - - - - Expense 204 146 - - Revenue - - - -

Mentally Healthy Workplaces Capital - - - - Expense 44 - - - Revenue - - - -

Procurement System Optimisation Capital 547 - - - Expense - 1,158 1,162 1,179Revenue - - - -

Programmed Payroll Changes Capital - - - - Expense 1,627 986 211 216Revenue - - - -

SAP Functional Alignment Project Capital - - - - Expense 540 297 304 308Revenue - - - -

Seamless People Movement Capital - - - - Expense 385 485 38 38Revenue - - - -

Securing 2026 Capital Sourcing Program Capital (30,000) (30,000) (30,000) (30,000)Expense 404 404 404 404Revenue - - - -

Workflow and Tracking Tool Capital - 92 - - Expense 255 289 32 32Revenue - - - -


$000 $000 $000 $000Youth Traineeships and Work Programs Capital - - - -

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Expense 1,509 1,120 1,152 1,197Revenue - - - -

Outcome 8.5 Corporate Communication

Outcome description

Council's communication is strategically aligned with its organisational goals, objectives and priorities and delivers maximum impact and value for both the community and Council.

Where we are now

Council's communication focuses on supporting Council's programs and services by providing clear and relevant information to the community. This includes implementing and maintaining formal standards and centralised management processes to enhance Council's brand consistency and long-term brand equity.

A centre-led communication function ensures communication services are integrated, consistent, delivered and evaluated in a cost-effective way.

Where we want to be

Council will continue to benefit from a centre-led communication approach, gaining greater efficiencies and better return on investment.

Strategy 8.5.1 Effective Communication

Deliver effective community and employee communication.

Service 8.5.1.1 Communicating Effectively to the Community and Employees

This service provides a centre-led approach to ensure communication services across the organisation are integrated and consistent.

Activities in this service include:• providing strategic communication advice and support across Council• developing communication strategies for Council's services, facilities and programs• providing graphic design services and producing creative collateral to support execution of these strategies• undertaking market research and evaluating the effectiveness of campaigns and communication activities to

ensure value for money• managing Council sponsorships and leveraging sponsorships to achieve maximum impact and return on

investment for ratepayers• managing corporate media relations activities, media strategy and issues-based communication• producing and distributing key corporate publications such as Council's Living in Brisbane, Business in

Brisbane and One Brisbane and Many Cultures newsletters, Corporate Plan and Annual Report• managing and administering Council’s digital communication including social media and website

development and content production• driving Council’s focus on creating inclusive, accessible and culturally and linguistically diverse

communications• ensuring Council meets its online accessibility requirements and promoting online forms which reduce

transactional costs for customers and Council.


$000 $000 $000 $000Business in Brisbane Publication Capital - - - -

Expense 123 126 129 131Revenue - - - -

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$000 $000 $000 $000Corporate Website Hosting Optimisation Capital - - - -

Expense 159 161 162 163Revenue - - - -

EKKA Capital - - - - Expense 149 153 157 159Revenue - - - -

Enhanced Customer Communication Capital - - - - Expense 319 328 336 344Revenue - - - -

Living in Brisbane Publication Capital - - - - Expense 1,269 1,294 1,320 1,348Revenue - - - -

Online Forms Capital - - - - Expense 117 - - - Revenue - - - -

Outcome 8.6 Information and Communications Technology

Outcome description

Utilise information and communications technology (ICT) effectively to improve business functions and deliver benefits to the community.

Where we are now

Council's activities and services are supported and enabled by efficient, reliable, flexible and innovative ICT services. ICT plays a key role in enabling Council to deliver the best possible outcomes for the city with a focus on upgrading Council's overall business efficiency and customer service capability.

This outcome contributes to technology solutions that deliver benefits to Council and to the community through: • maintenance of Council’s ICT environment, in a safe and secure state, through ongoing proactive

management of ICT risk and security• delivery of technology which allows Council to provide services to Brisbane residents and businesses in a

more efficient manner.

Where we want to be

ICT in Council will continue to focus on ensuring information and technology services effectively support Council’s business requirements. ICT plays a critical role in ensuring Council is well placed to meet the demands of a New World City and deliver Brisbane Vision 2031.

Council will continue to utilise ICT to deliver benefits to Council and the community through investment in improved technology solutions that are customer focused, support business efficiency and enable Council to respond to emerging challenges through the adoption of modern, scalable and agile technology.

Strategy 8.6.1 Information Driven Organisation

Council utilises its information assets and harnesses technology to deliver business advantage for the benefit of the city.

Service 8.6.1.1 Optimise Organisational ICT Effectiveness

This service will mature its capability by leveraging ‘ICT as a service’s opportunities where best value to Council can be demonstrated. Council’s continued focus on ICT innovation and industry collaboration will be a catalyst for ICT to play a greater role in delivering additional economic and social benefits for the city.

Activities in this service include:• preparing business technology strategies to support the delivery of Brisbane Vision 2031• maintaining the operational health of Council’s ICT applications

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• providing service and contract management of internal and third party provided ICT services• providing ICT strategy, governance, advice, planning and innovation services• ensuring management of Council’s physical and electronic records complies with legislation• providing geographic information and mapping services and systems• ensuring the provision of appropriate security systems and services to protect Council’s data and the

information of residents and businesses that entrust their data to Council• improving opportunities for collaboration and integration of business process workflow across Council.


$000 $000 $000 $000 $000Expense 3,340 3,213 3,209 3,285 3,347Revenue 553 560 444 462 474


$000 $000 $000 $000BrisPLAN Capital - - - -

Expense 1,051 107 107 107Revenue - - - -

Capacity and Resource Planning Capital - - - - Expense 149 153 158 164Revenue - - - -

Contact Centre Telephony Sourcing Capital 52 - - - Expense 3,378 702 705 - Revenue - - - -

Corporate Telephony Upgrade Capital - - - - Expense 4,093 1,117 - - Revenue - - - -

Emerging and Foundational Technologies Program Capital - - - - Expense 3,136 1,418 901 911Revenue - - - -

Field Communications Capital - - - - Expense 864 919 32 33Revenue - - - -

ICT Migration to the Cloud Capital 2,518 905 - - Expense 15,348 15,964 15,417 15,267Revenue - - - -

InfoRM Sustainment Capital - - - - Expense 122 - - - Revenue - - - -

Infrastructure Charges Management Solution Capital 1,717 - - - Expense 106 107 107 107Revenue - - - -

Infrastructure Management Program – Desktop and Mobility Capital - - - - Expense 1,877 629 647 659Revenue - - - -

Infrastructure Management Program – Network and Fibre Capital 3,987 1,550 1,549 1,497Expense 694 1,215 1,737 1,886Revenue - - - -

Infrastructure Management Program – Server and Storage Capital - - - - Expense 1,595 2,278 2,335 2,387Revenue - - - -

Infrastructure Management Program – Software Capital - - - - Expense 4,477 4,528 4,530 4,664Revenue - - - -

Infrastructure Sustainment Capital - - - - Expense 3,787 2,533 397 403Revenue - - - -

SAP Identity and Access – Segregation of Duties Capital - - - - Expense 487 - - - Revenue - - - -

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$000 $000 $000 $000Security Improvement Program Capital 193 - 107 -

Expense 2,868 2,763 2,512 2,520Revenue - - - -

Service Delivery Environment Replacement Capital - - - - Expense 106 107 107 109Revenue - - - -

SOA Rollout Capital - - - - Expense 249 256 263 274Revenue - - - -

Outcome 8.7 Disaster Response and Recovery

Outcome description

Council contributes to a safe and resilient community through prevention, preparedness, response and recovery activities for disaster management.

Where we are now

Brisbane is a subtropical city occasionally subjected to both natural and non-natural disasters. Council is responsible for developing and maintaining an effective level of capability and capacity to prevent, prepare for, respond to and recover from disaster events.

This outcome will ensure:• Council’s disaster management planning and exercising is underpinned by comprehensive risk-based

hazard identification and assessment• the skills of our internal disaster management workforce are maintained, to ensure Council is able to

respond to and recover from disaster events • Brisbane City State Emergency Services Unit (BCSESU) is managed and coordinated to provide immediate

relief, support safety and security services for the community• there is sufficient equipment and assets to support disaster operations, SES and recovery functions and

these are maintained• strong partnerships are in place with relevant government, non-government, research and community

organisations to ensure effective collaboration and meaningful engagement within the SEQ region and Queensland’s disaster management arrangements

• community resilience building activities are conducted through education and awareness campaigns, events and other engagement activities

• Council provides leadership within the community through innovation and continual improvement for disaster management.

Council’s approach to disaster management is detailed in the Local Disaster Management Plan, which is compliant with the Queensland Disaster Management Act 2003. The plan is based on a flexible and scalable all hazards approach, encompassing the key principles of prevention, preparedness, response and recovery. The plan is supported by internal operating procedures that detail activities, roles and responsibilities for response, recovery and for specific hazards.

Where we want to be

Brisbane will be recognised as a city that is safe and resilient to disasters. To minimise the impact of disasters on Brisbane’s community, economy and environment, Council will continue to demonstrate strong leadership, develop effective partnerships and regional collaborations and focus on innovation and continual improvement.

Council’s disaster prevention, preparedness, response and recovery activities will be seen as integral to enhancing Brisbane’s prosperity and liveability. Council will maintain efficient and effective disaster management capabilities by taking a dynamic, risk-based approach to hazard identification, prioritisation and management.

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Strategy 8.7.1 Disaster Response and Recovery

Develop, test and maintain comprehensive, efficient and effective disaster management strategies, arrangements and capabilities.

Service 8.7.1.1 Disaster Response and Recovery

This service provides response and recovery services to the community during and after disaster events. These services aim to minimise the effects of, coordinate the response to, and manage the recovery from a disaster.

Effective response and recovery services also ensure Council complies with its legislative requirements under the Queensland Disaster Management Act 2003.

Activities in this service include:• maintaining a Local Disaster Management Group to ensure effective leadership and strategic decision-

making for disaster management in the Brisbane Local Government Area• providing regular evaluation and exercising of Brisbane City Council Local Disaster Management Plan 2018

and disaster management arrangements• maintaining, enhancing and continuously improving Council’s response and recovery capability to disaster

and emergency events within Brisbane• undertaking regular disaster management training and exercises to identify improvement and efficiency

opportunities• ensuring disaster management practices take an all-hazards approach and address all four phases of

disaster management: prevention, preparedness, response and recovery• providing the framework for a One Council response to disaster and emergency events, including the

coordinating of Regional Incident Management Teams across the city• continuing to assist the strengthening of community resilience in order to help minimise the social,

environmental and economic impact of natural and non-natural disasters• engaging with the community to educate and inform about disaster preparedness and risk awareness• maintaining assets and communications systems to support the operations of the Brisbane Local Disaster

Coordination Centre• providing timely information, advice, reports and recommendations to the District Disaster Management

Group and other external and internal stakeholders before, during and after an event• developing and maintaining Council's disaster management workforce, including planning, recruiting,

training and exercising• building and maintaining collaborative partnerships with stakeholders• activating the Local Disaster Coordination Centre when required• planning, coordinating and implementing recovery activities and recommendations from inquiries and

reviews.


$000 $000 $000 $000 $000Expense 2,577 2,201 2,262 2,299 2,375Revenue - - - - -


$000 $000 $000 $000Brisbane Incident Management System Online Capital - - - -

Expense 112 114 116 119Revenue - - - -

Disaster Management Training Framework Capital - - - - Expense 118 121 123 126Revenue - - - -

Flood Information Centre Capital - - - - Expense 128 133 136 139Revenue - - - -

SMS Early Warning Alerts Capital - - - - Expense 315 321 326 335Revenue - - - -

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Service 8.7.1.2 Brisbane State Emergency Service Unit

This service supports the capability of the BCSESU to provide immediate assistance to the community in response to disaster events as well as supporting community safety and security when required.

Council provides support to the BCSESU to deliver an effective disaster response through maintaining the functions of the BCSESU, including providing and managing staff and assets. Council also supports the BCSESU to deliver community education programs and fundraising activities.

Activities in this service include:• providing immediate support following severe weather, disaster or emergency events• ensuring BCSESU operations are compliant with Queensland Government legislation and guidelines under

the Queensland Fire and Emergency Services Act 1990• ensuring the BCSESU has appropriately trained resources and the equipment required to undertake

operations• building and enhancing community resilience through public education and engagement programs• maintaining the administrative functions of the BCSESU in order to enable effective operations• maintaining effective partnerships with other agencies to strengthen the role of the BCSESU• assisting partner agencies with various activities such as public safety during large public events, missing

person and forensic searches.


$000 $000 $000 $000 $000Expense 2,893 3,024 3,179 3,230 3,283Revenue 60 62 64 66 67


$000 $000 $000 $000SES Accommodation – Training Facility Upgrades and Rehabilitation Capital 503 172 344 335

Expense - - - - Revenue - - - -

SES Logistics Fundraising and Services Program Capital - - - - Expense 326 335 340 350Revenue - - - -

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Total project expenditure combined with rolling projects


$000 $000 $000 $000Administer Elections 4,526 114 116 119Asbestos Removal – Corporate Real Estate 388 399 411 415Asia Pacific Cities Biennial Summit 611 364 458 498Asset Tracking and Telematics 3,351 654 570 570Brisbane Incident Management System Online 112 114 116 119BrisPLAN 1,051 107 107 107Bus Depot Asset Management Strategy 2,854 1,716 1,764 1,766Business in Brisbane Publication 123 126 129 131Capacity and Resource Planning 149 153 158 164Centenary Community Hub 2,445 - - -Conference Centre Audio Visual Equipment Hygiene 277 279 280 286Consolidation of Field Services Depots 10,332 - - -Contact Centre Telephony Sourcing 3,430 702 705 -Corporate Accommodation Schedule 1,059 568 584 604Corporate Real Estate – Hangar 7 336 343 344 345Corporate Real Estate – King George Square Car Park 276 282 - -Corporate Real Estate – Priority Repair 1,905 1,975 2,029 2,034Corporate Real Estate – Security Enhancements 277 282 290 299Corporate Telephony Upgrade 4,093 1,117 - -Corporate Website Hosting Optimisation 159 161 162 163Council of Capital City Lord Mayors Executive Directorate Canberra

235 239 243 250

Council of Mayors SEQ Executive Directorate 623 635 651 667Developing Critical Capability 143 147 151 155Development and Delivery EBA10 213 268 107 -disABILITY ACTION at WORK 328 336 345 360Disaster Management Training Framework 118 121 123 126EKKA 149 153 157 159Emerging and Foundational Technologies Program 3,136 1,418 901 911Employee Consultation 191 86 - -Employment Programs 5,853 4,614 4,746 4,892Enhanced Customer Communication 319 328 336 344Field Communications 864 919 32 33Field Services Depot Maintenance 554 572 574 558Fleet Acquisition 18,591 18,329 17,057 17,447Flood Information Centre 128 133 136 139ICT Migration to the Cloud 17,866 16,869 15,417 15,267Implementation of New Requirements for Lease Accounting

319 - - -

Improving Ability to Respond to Payroll Enquiries 117 749 54 54INAS Global Games 484 - - -InfoRM Sustainment 122 - - -Infrastructure Charges Improvement Project 502 522 536 549Infrastructure Charges Management Solution 1,823 107 107 107Infrastructure Management Program – Desktop and Mobility

1,877 629 647 659

Infrastructure Management Program – Network and Fibre

4,681 2,765 3,286 3,383

Infrastructure Management Program – Server and Storage

1,595 2,278 2,335 2,387

Infrastructure Management Program – Software 4,477 4,528 4,530 4,664

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Total project expenditure combined with rolling projects


$000 $000 $000 $000Infrastructure Sustainment 3,787 2,533 397 403King George Square Car Park Improvements 475 1,716 1,718 -Learning Management Solution Enhancement 640 80 80 80Living in Brisbane Publication 1,269 1,294 1,320 1,348Management, Maintenance and Securing of Vacant Council Buildings

269 269 269 269

Managing Drugs and Alcohol in the Workplace 204 146 - -Mentally Healthy Workplaces 44 - - -New World City Internship Program 57 57 57 57Online Forms 117 - - -Procurement System Optimisation 547 1,158 1,162 1,179Programmed Payroll Changes 1,627 986 211 216Property Management – Maintenance and Rehabilitation 7,603 7,713 2,927 1,240Queensland Government Waste Levy Costs – Local Government Construction Waste

42,516 - - -

Revenue Channel Management Improvement Project 391 153 - -SAP Finance Improvements 737 651 201 200SAP Functional Alignment Project 540 297 304 308SAP Identity and Access – Segregation of Duties 487 - - -Seamless People Movement 385 485 38 38Securing 2026 Capital Sourcing Program (29,596) (29,596) (29,596) (29,596)Security Improvement Program 3,061 2,763 2,619 2,520Security Master Plan – Outcomes 111 112 116 119Service Delivery Environment Replacement 106 107 107 109SES Accommodation – Training Facility Upgrades and Rehabilitation

503 172 344 335

SES Logistics Fundraising and Services Program 326 335 340 350SMS Early Warning Alerts 315 321 326 335SOA Rollout 249 256 263 274TradeCoast Land Joint Venture 263 264 265 266Wickham Terrace Car Park CCTV Installation 291 - - -Workflow and Tracking Tool 255 381 32 32Wynnum Community Centre 369 - - -Youth Traineeships and Work Programs 1,509 1,120 1,152 1,197Total 142,519 59,974 45,346 42,010

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